The goal of the Principals’ PLGs is to support principal professional development and the implementation and support school change in service of creating more equitable schools for all students. Through our work participants will:

• Identify connections, exchange ideas and foster professional relationships in order to support the leadership of school change.

• Apply new learning and perspectives to dilemmas and work related to creating equitable outcomes for all learners.

• Apply knowledge and develop strategies for implementing school change.  

• Respect time and agenda
  • be on time, follow agenda, focus on what the presenter needs
• Be present and participate fully
  • listen actively, engage in the protocol, take risks and encourage risk-taking, monitor your own air time
  • phones off or if must be on, on silent and let the group know; computers closed–unless needed in presentation
• Seek to understand
  • recognize and name your own assumptions
  • ask questions to understand others’ statements and positions
• Maintain confidentiality
  • ok to share what you learned but not the details of other participants’ comments or specifics of who shared what

Quotes shared by prior Principals’ PLG members

“Through this process, I have gained resources, a new network, and clarity in how to navigate the challenges of changes as well as how to celebrate the work.”

“There are a thousand questions around how to implement proficiency-based models in schools, and I can’t say enough about the PLG’s resources and thoughtfulness. You learn as much by listening as you do by presenting.”

“As a leader, our work often isolates us, and it is quite beneficial to join with our colleagues for support. I learn from their experience and gain insight about working with my own school community.”

“I ALWAYS leave a PLG thinking differently about some aspect of my work, and the reverberations of the PLG echo throughout my reflections for many weeks and months after the meeting. I am able to engage in a level of discourse about leadership which occurs nowhere else in my professional life, but which I deeply value.”